New PM Articles for the Week of September 23 – 29

New project management articles published on the web during the week of September 23 –29.  We read all of this stuff so you don’t have to!  Recommended:

  • The PM Flashblog, organized by Shim Marom, consisted of 76 project management bloggers all blogging on the same subject, releasing their blogs at the same time.  Here’s a list of links to all of them, and not a bad post in the bunch!  Definitely worth an hour or two of your time.
  • Vincent McGevna: “The major benefits of Agile can still be obtained when using it to improve a traditional process.”  Indeed.
  • Martin Webster considers the value of multiple, incomplete, partial – “clumsy,” is his word – solutions to wicked problems.
  • Bill Krebs outlines current theories on how to scale Agile.
  • Derek Huether relates a recent experience facilitating discovery of how little the meeting participants actually agreed on.
  • Glen Alleman differentiates randomness, as exhibited in financial markets, from randomness as exhibited in projects.
  • Allen Ruddock identifies signs of an impending project disaster.  How many signs?  Well, this article is part one …
  • Cheri Essner suggests an exercise that demonstrates the practical value of teamwork.  Note: this exercise should follow the scavenger hunt.
  • Richard Branson on hiring and firing for personality, rather than qualifications: “It’s better to have a hole in your team than an asshole in your team!”
  • Andy Jordan addresses the career development question, “Should a PM have an MBA?”
  • Steve Boese interviews the “NextGen Influencers” discussion panelists from the upcoming HR Technology Conference.
  • Beth Stackpole reports on four project management successes in the public sector.
  • Scott Berkun follows up on the release of “The Year Without Pants,” his book on remote work, with a list of remote work tips and tricks.
  • Bertrand Duperrin references a study by Bain and Company to reinforce his notion that the only competitive advantage is adaptability.
  • Joe Wynn says the way to maximize the benefits from online training is to formalize sharing of the experience among the project team.
  • Peter Saddington considers setting and achieving goals, on the way to driving change.
  • Joe Crumpler follows up on his “Do One Thing” post with a few success stories.  Be incremental – all it takes is patience.
  • Roz Baker is starting a new project, and making a bunch of lists.
  • Chuck Morton closes out his series on project status reports.
  • Steve Ranger extracts an interesting message from a survey of CIO’s and procurement executives: we don’t trust our integrators and suppliers.


What Does Project Management Mean to Me? A Project Manager’s Sermon

I’ve been working on information technology projects since 1985.  For the first few years, I was a programmer / analyst.  Then I started managing projects.  Then I managed programs, and then project portfolios.  These days, I’m back on the road as a migrant computer worker, managing consulting engagements.  But for some reason, the trip has felt neither long nor strange.  Because I’m managing projects, it’s never been about me.  It’s been about the products, the process, the customers, the team, the stakeholders, and the outcomes.  It’s been about the future.  And ultimately, that’s what project management means to me: an opportunity to help create the future.

Daniel Burrus is a Futurist, meaning he looks at trends and tries to systematically project them out to realistic expectations for his corporate and governmental clients.  He addressed a conference I attended many years ago, and spoke about digital cameras.  In those days, a digital camera was a large, bulky, expensive, low-resolution device.  But Burrus talked about them as future consumer products.  He said people would use them to take photos while on vacation, and then use software to insert their friends into the picture, so they’d feel like they had been along on the trip.  I thought the idea was silly, but someone developed Photoshop anyway.  Meanwhile, project teams removed most of the molecules (Burrus refers to it as “dematerialization”) from the old versions of those big, heavy digital cameras, so they now fit in all sorts of places.  They’re also several orders of magnitude cheaper, higher quality, more reliable, and far easier to use.  And many of them also make telephone calls.

Abbie on Skype with Grandpa

Abbie on Skype with Grandpa

A couple of years ago, I wrote a blog post asking, how would you explain the iPad to Benjamin Franklin?  The premise was that simply being incredibly smart was insufficient; one has to understand the context in which an artifact is used or a process performed.  Our context is changing.  Project management is quickly becoming driven by change management, risk management, and stakeholder management.  Instead of managing to cost, we’re trying to focus on delivering value.  Instead of delivering a fixed scope to a fixed schedule, we’re iterating, focusing on time to value or time to market.  It’s not just Agile; we’ve embraced the Lean movement, minimum viable product, and “fail fast.”  In order to keep up, and give my fellow practitioners a useful resource, I read as much as I can get my hands on, and curate a weekly list of summaries on this blog.  Because simply being incredibly smart is insufficient; we have to continually refresh our understanding in order to remain effective.

As I write this, a few million project teams are scattered all over the globe, creating the future.  They work in every knowledge domain known to man, including a few that don’t have proper names yet.  Some will create the next iPhone, and some will create the next medical imaging device.  Some will build a new power grid, or air traffic control system, and others will organize disaster relief.  Some are working on things that are as utterly impenetrable to me as the iPad would be to the late Ambassador to France.  And they create these outcomes, these products, these new bits of our ever-evolving culture, in collaboration with people they might never have even met, had not some earlier project teams delivered the means for them to do so.  We stand, every day, upon the shoulders of teams of giants.  As a project manager, I am humbled by the opportunity to offer up my shoulders to the future.

P.S. This post is published as part of a first ever project management related global blogging initiative to publish a post on a common theme at exactly the same time. Over seventy bloggers from Australia, Canada, Colombia, Denmark, France, Italy, Mexico, Poland, Portugal, Singapore, South Africa, Spain, UK and the USA have committed to make a blogging contribution and the fruit of their labor is now (literally NOW) available all over the web. The complete list of all participating blogs is found here, so please go and check them out!